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Section II - Analysis of Program Activities by Strategic Outcome(s)

Strategic Outcome #1 - Economically Prosperous Maritime Sectors and Fisheries

This strategic outcome focuses on two long-term, enduring benefits for Canadians:

• Improving the economic benefits associated with Canada's maritime sectors and fisheries;^[2] and
• Enhancing the competitiveness of the country's maritime sectors and fisheries.

We measure our progress toward this strategic outcome by comparing the dollar value of Gross Domestic Product (GDP) for the maritime sectors and fisheries with a target value. For the current reporting period, our target value is the 2009 value of the GDP that the maritime sectors and fisheries generate.

DFO takes great care to make sustainable, effective use of Canada's waters as it delivers the following 12 program activities designed to ensure that our maritime sectors and fisheries thrive and are competitive:

• 1.1 Integrated Fisheries Resource Management
• 1.2 Fisheries Strategies and Governance
• 1.3 Aboriginal Strategies and Governance
• 1.4 Sustainable Aquaculture Program
• 1.5 Aquatic Animal Health
• 1.6 Biotechnology and Genomics
• 1.7 International Affairs
• 1.8 Waterways Management
• 1.9 Aids to Navigation
• 1.10 Icebreaking Services
• 1.11 Small Craft Harbours
• 1.12 Territorial Delineation

Financial and Human Resources for 2011-14

	2011–12	2012–13	2013–14
Financial Resources ($ millions)	533.3	424.8	406.7
Human Resources (Full-time Equivalents(FTEs))	2,127	2,097	2,073

Performance Measurement

Expected Result	Performance Indicator	Target
Economically Prosperous Maritime Sectors and Fisheries	Dollar value of Gross Domestic Product (GDP) generated by maritime sectors and fisheries	2009 value based on specific North American Industry Classification System industries included
	Dollar value of net fishing income of self-employed fish harvesters	Average value 2004-08
	Dollar value of Canada's exports of fish and seafood products	2009 value based on specific North American Industry Classification System industries included

Program Activity: 1.1 Integrated Fisheries Resource Management

This program activity delivers the policies, programs, plans, and science needed to manage, protect, and conserve Canada's fisheries resources. Without the sustainable resource base these activities and programs support, DFO's goal of an economically viable and diverse fishing industry for Canadians cannot be achieved.

A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.

Financial and Human Resources for 2011-14

	2011–12	2012–13	2013–14
Financial Resources ($ millions)	144.0	116.7	113.8
Human Resources (FTEs)	997	989	989

Performance Measurement

Expected Result	Performance Indicator	Target
Major stocks are managed within established conservation limits	Percentage of major fish stocks where the harvest rate or level is at or below approved levels (e.g., removal reference, quota)	85% by March 31, 2012
Stakeholders are engaged in harvest decision-making processes	Percentage of major stocks in which stakeholders are provided opportunities to participate in fishery planning processes	100% by March 31, 2012

Planning Highlights

• Canadian Shellfish Sanitation Program (CSSP) — In conjunction with CSSP partners, develop a risk-based approach to focus CSSP expenditures on the highest risk areas and activities.
• Marine Mammal Regulations — Amend the Marine Mammal Regulations to permit the regulation of harmful activities related to the interaction between humans and marine mammals.
• Cetacean^[3] Conservation Policy — Develop a comprehensive policy, based on the precautionary approach, that provides clear national direction on how non-harvest activities (e.g., whale watching, entanglements, live capture) are handled so as to lessen impacts on cetacean species, many of which are considered at risk.
• Fishery Decision-making Framework Incorporating the Precautionary Approach — Establish science-based reference points to support the Department's Fishery Decision-making Framework Incorporating the Precautionary Approach for commercial fish stocks (e.g., groundfish) on a prioritized basis as identified with resource managers.
• Cohen Inquiry (Fraser River Sockeye Salmon) — Continue to work with the Commission of Inquiry into the Decline of Sockeye Salmon in the Fraser River.

Contribution to the Federal Sustainable Development Strategy

FSDS Goal	Performance Indicator	Target
Goal 7: Biological Resources Sustainable production and consumption of biological resources are within ecosystem limits	Percentage of commercial stocks harvested sustainably in accordance with the precautionary approach	Sustainable fisheries: Improve the management and conservation of major stocks (DFO has the lead)

For more information, see DFO's Sustainable Development Strategy and the Federal Sustainable Development Strategy.

Sub-activities

Integrated Fisheries Resources Management is delivered through four sub-activities as indicated in the Program Activity Architecture. Performance information for these sub-activities is available on the DFO website (http://www.dfo-mpo.gc.ca/rpp/2011-12/index-eng.htm).

Program Activity: 1.2 Fisheries Strategies and Governance

This program activity leads the co-ordination and implementation of the plans and policies needed to support a prosperous and competitive fisheries sector. By improving governance in all fisheries and working to ensure that governance in individual fisheries reflects DFO's unified governance framework, Fisheries Strategies and Governance:

• Increases the transparency and predictability of fisheries management; and
• Streamlines decision-making about the resource.

These results in turn make it more likely that Canada's fisheries will be prosperous and sustainable.

A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.

Financial and Human Resources for 2011-14

	2011–12	2012–13	2013–14
Financial Resources ($ millions)	46.1	46.1	46.1
Human Resources (FTEs)	211	211	209

Performance Measurement

Expected Result	Performance Indicator	Target
Fisheries Management effectively responds to the economic forces and conservation objectives that impact the fishery	Percentage of Integrated Fisheries Management Plans in which Sustainable Fisheries Framework tools are implemented	20% by March 31, 2012
Collaborative and transparent consultations improve governance across all fisheries	Percentage of fisheries management consultation / engagement processes made public and recorded	80% by March 31, 2012
Increase stability, transparency and predictability in fisheries management	Percentage of major stocks (Atlantic and Pacific) with stable sharing arrangements	75% by March 31, 2012
Issuance of catch certificates	Percentage of catch certificates issued within service standard	80% by March 31, 2012
Completed Fishery Checklists* for major stocks	Percentage of Fishery Checklists completed for major stocks on an annual basis	90% by March 31, 2012
Business management products (Sectoral Business and HR planning reports, MRRS, IM financial reports and HR requests	Percentage of required business, products completed	100% by March 31, 2012

* The Fishery Checklist is an internal qualitative monitoring tool to measure the Department's progress in increasing the overall sustainability capacity of major fish stocks. The Checklist gathers information on biodiversity, conservation and protection, governance, habitat and ecosystems, harvest tools, stock information, stock assessment, and status of the overall fish stock.

Planning Highlights

• Fisheries Policy Modernization — Support the Department's efforts to modernize its fisheries management regime. Policies are being implemented under the authority of existing legislation; however, in moving forward, they will be in alignment with, and supported by, modern fisheries management legislation to be introduced in the future. Initiatives include:
  • Working with harvesters to understand their requirements for responding to changing economic conditions, including supporting harvesters' access to capital;
  • Implementing and further developing the Sustainable Fisheries Framework; and
  • Increasing stability, transparency, and predictability in fisheries management.
• Access to International Markets — the Department’s efforts in this area by:
  • Helping to ensure that the Canadian fish and seafood industry meets market access requirements for ecocertification by providing science and fisheries management information, verifying the proper use of that information, and ensuring that industry has the support it needs to meet third-party conditions associated with certification;
  • Implementing and further developing the Sustainable Fisheries Framework;
  • Helping to ensure that Canadian fish and seafood exporters comply with international regulations about IUU fishing through the delivery of the Catch Certification Program; and
  • Working with industry to understand and address market and regulatory requirements that affect traceability by developing a National Fish and Seafood Traceability Strategy with the provinces and territories.
• Sustainable Fisheries Framework — Develop a national bycatch policy that includes principles, scope, objectives, and a universally accepted definition of bycatch.
• Sensitive Benthic Area Ecological Risk Assessment Framework — Apply an ecological risk assessment framework to certain major fisheries.
• Licensing Policy — Refine licensing policy in ways that will help harvesters improve the efficiency of their business, reduce input costs, and prosper. For example:
  • Apply guidelines for the implementation of the Saulnier decision;
  • Explore the possibility of establishing a quota registry in support of the use of quota as loan collateral; and
  • Review the applicability of Atlantic Fisheries Policies within the Context of Nunavut's emerging fisheries; and
  • Expand the Notice and Acknowledgement system to the Atlantic offshore and Pacific fisheries.
• National Fish and Seafood Traceability Strategy — Complete a National Fish and Seafood Traceability Strategy under the auspices of the Canadian Council of Fisheries and Aquaculture Ministers.

Program Activity: 1.3 Aboriginal Strategies and Governance

This program activity delivers programs to support the involvement of Aboriginal groups in the fishery for food, social and ceremonial purposes as well as for commercial purposes related to shared management and capacity building and for conservation purposes. It also provides strategic and treaty policy advice for the ongoing management of aboriginal rights issues; the renewal of Aboriginal programs and policies; the implementation of treaties; negotiation mandates; allocation policies; and fisheries-related consultation and engagement.

The Aboriginal Strategies and Governance program activity builds and maintains strong, stable relations with Aboriginal groups to promote and foster respect and greater certainty for Aboriginal and treaty rights and to promote fisheries-related economic opportunities for Aboriginal communities. This program activity enables Aboriginal groups to obtain the capacity to participate in the multi-stakeholder processes related to aquatic resource and oceans management and to take advantage of opportunities in commercial fisheries and aquaculture development.

A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.

Financial and Human Resources for 2011-14

	2011–12	2012–13	2013–14
Financial Resources ($ millions)	111.4	60.9	60.8
Human Resources (FTEs)	116	100	100

Performance Measurement

Expected Result	Performance Indicator	Target
Aboriginal communities have the capacity to participate in aquatic resource and oceans management	Percentage of eligible Aboriginal groups under a co-management relationship or arrangement	98% by March 31, 2013
Aboriginal communities actively participate in integrated commercial fisheries	Number of Aboriginal groups active in the communal commercial fisheries	105 by March 31, 2013

Planning Highlights

• Fisheries inTreaties— Develop strategies and approaches for Aboriginal participation in fisheries through treaties.
• Management Control Framework for Treaty Implementation — Develop a Management Control Framework to enhance the operational sustainability of DFO's treaty-related obligations.
• Aboriginal Programs Framework — Continue to develop the framework DFO will use in the long-term management of relationships with Aboriginal groups inside and outside land claims agreements/treaties, and seek approval for revised or revitalized programs.
• Integrated Aboriginal Contribution Management Framework (IACMF) — Implement the IACMF, which streamlines the administration across all Aboriginal contribution agreement programs and provides for risk-based assessments of recipient performance. A new information system will track transactions and work in progress, and allow for reporting on results achieved by these programs.

Sub-activities

Aboriginal Strategies and Governance is delivered through six sub-activities as indicated in the Program Activity Architecture. Performance information for these sub-activities is available on the DFO website (http://www.dfo-mpo.gc.ca/rpp/2011-12/index-eng.htm).

Program Activity: 1.4 Sustainable Aquaculture Program

This program activity seeks to create the conditions needed to develop an innovative, competitive, and sustainable aquaculture sector in Canada. Doing so involves establishing regulations based on economic, social, environment, and scientific considerations, and collaborating extensively with sector stakeholders.

By creating the conditions for a more competitive and sustainable aquaculture sector, the Sustainable Aquaculture Program supports the development of the economically prosperous maritime sectors and fisheries that are so important to Canadians.

A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.

Financial and Human Resources for 2011-14

	2011–12	2012–13	2013–14
Financial Resources ($ millions)	41.6	39.5	24.4
Human Resources (FTEs)	219	219	199

Performance Measurement

Expected Result	Performance Indicator	Target
Canadian aquaculture industry more productive and competitive	Average annual percentage growth rate in Aquaculture production	6% by March 31, 2012
	Average annual percentage growth rate in the value of aquaculture exports	5% by March 31, 2012

Planning Highlights

• Fish Pathogen and Pest Treatment Regulations — Develop regulations and management approaches for fish health management, fish pathogen, and pest treatment.
• National Aquaculture Strategic Action Plan Initiative — Implement the National Aquaculture Strategic Action Plan Initiative which sets out a strategic vision for the sustainable development of the Canadian aquaculture sector over the next five years (2011-15).
• Aquaculture Sustainability Reporting Initiative — Compile annual progress reports on the economic, environmental, and social sustainability of Canadian aquaculture. These reports will discuss performance indicators that can be used to monitor and track progress.
• Aquaculture Licence Fees under the Pacific Aquaculture Regulation — Develop a licence fee proposal for all federally regulated aquaculture operations in British Columbia. These fees are part of the regulatory framework for aquaculture management in the Pacific Region, which is DFO's responsibility as a result of a decision by the British Columbia Supreme Court.
• Aquaculture Collaborative Research and Development Program — Review the Aquaculture Collaborative Research and Development Program, and refine it accordingly.

Contribution to the Federal Sustainable Development Strategy

FSDS Goal	Performance Indicator	Target
Goal 7: Biological Resources Sustainable production and consumption of biological resources are within ecosystem limits	Percentage of aquaculture managed under a science-based environmental regulatory framework Percentage of Canadian aquaculture producers certified environmentally sustainable or positioned to implement certification	Sustainable Aquaculture: To promote the conservation and optimum use of marine resources and the aquatic environment through improved aquaculture management by 2014 (DFO has the lead)

For more information, see DFO's Sustainable Development Strategy and the Federal Sustainable Development Strategy.

Sub-activities

Sustainable Aquaculture Program is delivered through seven sub-activities as indicated in the Program Activity Architecture. Performance information for these sub-activities is available on the DFO website (http://www.dfo-mpo.gc.ca/rpp/2011-12/index-eng.htm) .

Program Activity: 1.5 Aquatic Animal Health

Working with the Canadian Food Inspection Agency (CFIA), this program activity co-delivers Canada's National Aquatic Animal Health Program (NAAHP). The NAAHP protects against the introduction and spread of infectious disease in wild and cultured aquatic animals.

The Canadian Food Inspection Agency relies on the Department's scientific expertise to provide scientific advice and to conduct diagnostic testing and research. Knowledge derived through science informs certification of aquatic animal health status in support of the Canadian fish/seafood trade, market access and the delivery of federal responsibilities under the Health of Animals Act and the Fisheries Act.

By helping prevent or control disease outbreaks, Aquatic Animal Health contributes to the Canadian seafood industry's competitive access to international markets and the protection of aquatic resources.

A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.

Financial and Human Resources for 2011-14

	2011–12	2012–13	2013–14
Financial Resources ($ millions)	5.9	5.9	5.9
Human Resources (FTEs)	51	51	51

Performance Measurement

Expected Result	Performance Indicator	Target
Protect against the introduction or spread of serious infectious disease in wild and cultured aquatic animals	Progress against activities that support the implementation of the National Aquatic Animal Health Program	100% by March 31, 2012
	Percentage of fish samples collected that were analyzed for presence of disease	100% by March 31, 2012
Diagnostic tools for disease identification	Percentage of new molecular tests developed	100% by March 31, 2012
	Percentage of bench diagnostic techniques validated	100% by March 31, 2012
	Percentage of field diagnostic techniques validated	100% by March 31, 2012
Quality controlled diagnostic labs	Number of DFO diagnostic labs that are granted ISO/IEC 17025 accreditation	100% by March 31, 2012
Scientific research	Percent of completed research studies as required by CFIA and DFO	100% by March 31, 2012

Planning Highlights

• Research — Perform targeted research through the Centre for Aquatic Animal Health Research and Development Centre of Expertise on issues of importance to aquatic animal health in Canada.
• Diagnostics — Provide diagnostic capacity in support of the joint DFO-Canadian Food Inspection Agency National Aquatic Animal Health Program.
• Advice — Provide scientific advice to the Canadian Food Inspection Agency for delivery of the National Aquatic Animal Health Program and more broadly in support of Departmental needs with respect to the protection of domestic stocks.
• Fish Health Protection Regulations — Amend the Fish Health Protection Regulations to reflect changes to the Health of Animals Regulations and transfer permitting authority from DFO to the Canadian Food Inspection Agency.

Program Activity: 1.6 Biotechnology and Genomics

Biotechnology and Genomics seeks, through biotechnology and genomics, to advance the sustainable development of aquatic resources. The federal government uses the research and other knowledge developed by this program activity to inform its regulation of fish products of biotechnology. Tools and techniques generated by this research are often used to protect endangered species, manage the opening and closing of fisheries, avoid over-exploitation of resources, prosecute poachers, improve aquaculture practices, and control disease outbreaks.

The application of biotechnology and genomics in the management of Canada's aquatic resources benefits Canadians by making available new methods and tools that introduce efficiencies and improve our ability to manage Canada's resources.

A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.

Financial and Human Resources for 2011-14

	2011–12	2012–13	2013–14
Financial Resources ($ millions)	3.0	3.0	3.0
Human Resources (FTEs)	19	19	19

Performance Measurement

Expected Result	Performance Indicator	Target
Fish products derived from biotechnology to protect aquatic environment are regulated	Percentage of products/activities regulated by Environment Canada under the Canadian Environmental Protection Act, 1999 and the New Substances Notification Regulations on the basis of risk assessments completed by DFO	100% of risk assessments are completed in response to notifications submitted by March 31, 2012
Innovative biotechnology and genomics tools and techniques used to enhance the ecological sustainability of the wild commercial fishery, aquaculture, and oceans ecosystems	Scientific production by Fisheries and Oceans as measured by percentage of DFO publications compared to Canadian totals in the fields of aquatic biotechnology and genomics	≥2010-11 baseline level by March 31, 2012
Science information and advice on the regulation of fish products derived from biotechnology	Number of regulatory products and processes completed for which science information and advice is provided (e.g., regulations, risk assessments, guidelines, compliance promotion materials, public consultations)	Maintain 5-year average (2006-11) by March 31, 2012
Aquatic biotechnology and genomics research products	Number of aquatic biotechnology and genomics research projects undertaken	Maintain 5-year average (2006-11) by March 31, 2012

Planning Highlights

• Genomic Research and Development Initiative — Complete the Initiative’s 3-year research projects.
• Canadian Regulatory System for Biotechnology — Assist in the implementation of the New Substances Notification Regulations (Organisms) under the Canadian Environmental Protection Act for fish products of biotechnology.

Program Activity: 1.7 International Affairs

International Affairs works actively to advance international guidance, standards, agreements, and management decisions that reflect Canadian approaches to fisheries and oceans management and international trade. Among other things, this involves seeking to ensure the sustainable management of transboundary stocks, access to international markets for Canadian fish and seafood products, as well as a stable international trade regime for these products. In addition, considerable effort is expended on supporting international actions against illegal, unreported and unregulated fishing and seeking continued improvement in international fisheries and oceans management practices, based on science advice and precautionary approaches. Achieving these results requires multilateral, regional, and bilateral collaboration.

Canada's fish and seafood sector depends heavily on international trade. The more successful this program activity is in achieving the results it seeks, the greater the economic benefits for this sector and for Canadians as a whole.

A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.

Financial and Human Resources for 2011-14

	2011–12	2012–13	2013–14
Financial Resources ($ millions)	15.9	15.9	15.8
Human Resources (FTEs)	68	68	66

Performance Measurement

Expected Result	Performance Indicator	Target
Sustainable international fisheries management	Percentage of quotas/allocations for high seas fish stocks managed by Regional Fisheries Management Organizations (RFMOs) of which Canada is a member that are set with scientific advice	100% by March 31, 2012
Sustainable international marine ecosystems	Percentage of international resolutions and decisions (e.g., United Nations General Assembly, Regional Fisheries Management Organizations' management decisions) adopted through consensus to strengthen protection of vulnerable marine ecosystems in international waters	100% by March 31, 2012
Access to international markets for Canadian fish and seafood products	Percentage reduction of global market share for Canadian fish and seafood products	0% by March 31, 2012
Allocations and/or fishing opportunities for Canadians to internationally and sustainably managed fisheries, consistent with conservation goals	Canada's percentage share of Total Allowable Catch for Atlantic Bluefin Tuna (allocated through the International Commission for the Conservation of Atlantic Tunas)	23.75% by March 31, 2012
	Number of Canadian vessels with access to United States waters under Pacific Albacore Tuna Treaty	110 by March 31, 2012
	Percentage share of 3L shrimp (allocated through Northwest Atlantic Fisheries Organization)	83.3% by March 31, 2012
Monitoring, control, and surveillance in the Northwest Atlantic Ocean and North Pacific Ocean	Number of major non-compliance issues identified by Northwest Atlantic Fisheries Organization (NAFO) Standing Committee on International Control assessment	0 by March 31, 2012
	Number of compliance issues identified in annual Pacific RFMO enforcement committees (e.g., North Pacific Anadromous Fish Commission)	0 by March 31, 2012
Implement new Port State Measures Agreement (PSMA) (tool to combat illegal, unreported, and unregulated fishing)	Percentage of materials completed that are required to seek approval for Canada to sign and ratify (or accede to) the PSMA	100% by March 31, 2012
Broad and constructive relationships with international partners based upon common goals and strategies	Percentage of agreements and alliances maintained and improved with partners	100% by March 31, 2012
Identification of ecologically and biologically significant areas (EBSAs) and vulnerable marine ecosystems (VMEs) in international waters	Number of science projects completed to identify EBSAs and VMEs in international waters	7 by March 31, 2012
Regulatory or effective control mechanisms for ocean fertilization activity	Percentage rate of adoption of regulatory/control mechanism by majority of governing bodies of London Convention	50% +1 (adoption by majority) by March 31, 2013
Arctic Ocean Review	Percentage of report completed and presented to Ministers of Arctic Council members	100% by March 31, 2013

Planning Highlights

• Regional Fisheries Management Organizations — Work with international partners to continue improvements in Regional Fisheries Management Organizations.
• Trade Negotiations — Ensure trade agreements properly reflect Canada's fish and seafood interests.
• Seal Products — Support Canada's World Trade Organization challenge regarding the European Union ban on seal products, and continue to support efforts to expand exports into new markets such as China.
• Circumpolar Cooperation — Contribute to circumpolar co-operation for the Arctic marine environment, including through analysis of regional pressures and trends.
• Aquatic Invasive Species — Work collaboratively with the United States to address shared threats from Aquatic Invasive Species.
• Science Research Projects — Undertake approximately 20 science research projects to help deliver science advice for policy development and decision-making in international fora (e.g. Northwest Atlantic Fisheries Organization, Inter-American Tropical Tuna Commission, United Nations General Assembly, Convention on Biological Diversity).

Program Activity: 1.8 Waterways Management

This program activity, delivered by the Canadian Coast Guard (CCG), facilitates the efficient movement of maritime commerce and helps ensure that Canadian waterways are safe and accessible. CCG does this by providing mariners with services and information such as channel bottom monitoring (surveys) and water-depth forecasts in certain commercial channels. The program also manages channel dredging in specific areas, maintains marine structures and provides guidelines on channel design.

By helping to keep channels navigable and reducing the risks associated with marine navigation, Waterways Management helps maritime commerce contribute to Canada's economic prosperity.

A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.

Financial and Human Resources for 2011-14

	2011–12	2012–13	2013–14
Financial Resources ($ millions)	5.2	5.2	5.2
Human Resources (FTEs)	40	40	40

Performance Measurement

Expected Result	Performance Indicator	Target
Commercial shipping industry and mariners are provided with channel management services and information to facilitate accessibility of main commercial shipping channels	Percentage of Notice to Shipping (NOTSHIPS) published within CCG's Levels of Service (LOS)	100% by March 31, 2012
Dredged channels of the Canadian portions of the Great Lakes Connecting Channels and St. Lawrence River maintained and managed	Percentage of channel areas dredged vs those requiring dredging (Canadian portions of the Great Lakes Connecting Channels and St. Lawrence only)	100% by March 31, 2012
Publication of channel surveys	Percentage of time surveys published within CCG's LOS	100% by March 31, 2012

Planning Highlights

• e-navigation — Initiate a gap analysis readiness assessment and develop a national e-navigation portal as the next step in moving toward the implementation of e-navigation in Canada. This will be done in collaboration with other Coast Guard programs and federal departments.
• Post-Panamax Vessels — Develop an action plan with the view to implementing CCG and Transport Canada recommendations from the risk assessment report on Post-Panamax vessels in the St. Lawrence Shipping Channel.
• Engineering Guidelines — Update engineering guidelines for the design, maintenance and utilization of commercial channels in collaboration with the international community.
• Capital Projects — Continue investment projects to restore the Canadian portion of the Great Lakes Connecting Channels.

Program Activity: 1.9 Aids to Navigation

CCG delivers this program activity, which provides Canada's aids to navigation systems. The aids to navigation systems include approximately 17,000 short-range marine aids and one long-range marine aid, the Differential Global Positioning System. The Aids to Navigation program activity also provides information on navigation systems to mariners.

The aids to navigation systems and services all support safe and efficient navigation in Canadian waters.

Aids to Navigation contributes to Canada's economic prosperity by ensuring that Canada's marine aids to navigation systems are modern and reliable and that mariners have up-to-date information on the systems in use.

A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.

Financial and Human Resources for 2011-14

	2011–12	2012–13	2013–14
Financial Resources ($ millions)	22.3	21.3	21.3
Human Resources (FTEs)	201	201	201

Performance Measurement

Expected Result	Performance Indicator	Target
Commercial shipping industry and mariners have access to reliable aids to navigation systems that allow safe and efficient navigation	Percentage of Aids to Navigation systems reviewed and confirmed to be reliable through cyclical review versus number of systems	20% by March 31, 2012
Operational Aids to navigation systems	Percentage of time an aid has been operating properly vs time it was expected to be operational (mission time), over a 3 year average	99% by March 31, 2012
Publication of Notice to Mariners	Percentage of publications of the monthly Notice to Mariners (NOTMAR) published within CCG's Levels of Service	100% by March 31, 2012

Planning Highlights

• Pangnirtung Harbour, Nunavut — Provide an aids to navigation system for Pangnirtung Harbour.
• Capital Projects — Continue the investment projects for refurbishing, modernizing, or replacing shore-based and floating aids to navigation.

Program Activity: 1.10 Icebreaking Services

The Canadian Coast Guard delivers Icebreaking Services, which contributes to keeping Canadian ports and commercial channels open year-round. This support for efficient and safe navigation involves, among other things, providing ice information, escorting ships through ice-covered waters, and freeing vessels caught in ice. Icebreaking Services also transports goods and supplies to Northern communities and contributes to Canada's sovereignty in the Arctic.

This program activity's support for maritime commerce and Northern communities benefits Canadians by contributing to the country's economic prosperity.

A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.

Financial and Human Resources for 2011-14

	2011–12	2012–13	2013–14
Financial Resources ($ millions)	17.0	17.0	17.0
Human Resources (FTEs)	18	18	18

Performance Measurement

Expected Result	Performance Indicator	Target
Icebreaking operations contribute to keep most Canadian ports and commercial channels open for business year round	Percentage of services provided relative to the total requests for icebreaking	100% by March 31, 2012
Icebreaking operations (e.g. ice breaking, ice escorts)	Percentage of icebreaking operations provided within CCG's Levels of Service	97% by March 31, 2012
Publication of ice related information during ice-seasons	Percentage of ice charts produced relative to LOS	100% by March 31, 2012

Planning Highlights

• Levels of Service — Implement the revised Icebreaking Levels of Service.
• Support United Nations Convention on the Law of the Sea — Provide the icebreaker support needed to meet Canada's obligations regarding seabed mapping.

Program Activity: 1.11 Small Craft Harbours

The Small Craft Harbours (SCH) program, directly or in cooperation with Harbour Authorities, operates and maintains in good working condition a national network of harbours capable of supporting the effective operation of the commercial fishing industry. Public investment in small craft harbour infrastructure contributes to improving the economic benefits associated with Canada's maritime sectors and fisheries. Where possible, the program transfers the ownership of non-essential fishing harbours and recreational harbours to local communities.

A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.

Financial and Human Resources for 2011-14

	2011–12	2012–13	2013–14
Financial Resources ($ millions)	114.6	92.6	92.6
Human Resources (FTEs)	177	171	171

Performance Measurement

Expected Result	Performance Indicator	Target
National network of safe and accessible harbours, managed by local Harbour Authorities, meets the needs of Canada's commercial fishing industry and coastal communities	Percentage of core commercial fishing harbours with harbour performance rating* of fair or better	70% by March 31, 2012

* Harbour performance ratings are assigned by Small Craft Harbours regional staff after considering both the physical condition of the facilities (breakwaters, wharves, etc.) and the functional adequacy of such facilities to serve the basic requirements of harbour users.

Planning Highlights

• Core Commercial Fishing Harbours — Develop a strategy to align harbour infrastructure with departmental directions and evolving relationships with clients and stakeholders and move forward on an approach to rationalizing the SCH asset base. In addition, SCH will begin implementation of the Government's response to the recommendations of the Report of the Standing Committee on Fisheries and Oceans.
• Harbour Divestitures — Implement year four of the Divestiture of Non-core Harbours Program, and begin to develop a longer term strategy for the divestiture of the remaining non-core harbours following the end of the Divestiture of Non-core Harbours Program in 2011-12.
• Harbour Authorities — Provide tools and training modules to assist harbour operations and management activities by Harbour Authorities to enhance their sustainability.

Sub-activities

Small Craft Harbours program activity is delivered through two sub-activities as indicated in the Program Activity Architecture. Performance information for these sub-activities is available on the DFO website (http://www.dfo-mpo.gc.ca/rpp/2011-12/index-eng.htm)

Program Activity: 1.12 Territorial Delineation

This program activity is about defining and describing Canada's offshore boundaries. The primary focus in this regard is establishing the outer limits of Canada's continental shelf. The Territorial Delineation program activity is helping establish these limits by collecting bathymetric data and helping to prepare the scientific evidence to support Canada's submission to the United Nations Commission on the Limits of the Continental Shelf.

Knowing the outer limit of Canada's continental shelf beyond the current Exclusive Economic Zone will clarify where Canada has the sovereign right to explore the seabed and subsoil resources (the area in question is estimated to be equivalent in size to the three Prairie Provinces). This will create greater certainty for those wanting to exploit resources beyond the Exclusive Economic Zone, leading in turn to more economic activity and greater economic benefits for Canadians.

A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.

Financial and Human Resources for 2011-14

	2011–12	2012–13	2013–14
Financial Resources ($ millions)	6.4	0.7	0.8
Human Resources (FTEs)	10	10	10

Performance Measurement

Expected Result	Performance Indicator	Target
Canada's maritime boundaries are precisely defined in accordance with international standards	Percentage of bathymetric work completed versus planned in preparation of Canada's 2013 evidence submission to the United Nations Commission on the Limits of the Continental Shelf	100% by March 31, 2013
Bathymetric data and expert testimony	Percentage of expert reports accepted for defining or defending the geographic description of Canada's offshore boundaries	100% by March 31, 2013

Planning Highlights

• United Nations Convention on the Law of the Sea (UNCLOS) Data Collection — Carry out bathymetric surveys in the Arctic in 2011-12. The data collected will support Canada's scientific submission to the Commission on the Limits of the Continental Shelf.
• UNCLOS Data Analysis — Analyze the data collected for Canada's scientific submission to the Commission on the Limits of the Continental Shelf, and prepare a peer-reviewed scientific paper that supports Canada's extended jurisdiction over the continental shelf.
• Marine Geodetic Support — Provide support to the Government of Canada on all aspects of offshore boundary delineation.

Strategic Outcome #2 - Sustainable Aquatic Ecosystems

This strategic outcome focuses on the conservation, protection, and sustainability of Canada's aquatic ecosystems. Achieving this long-term benefit for Canadians involves managing the risks that affect species, oceans, and fish habitats.

We use two measures of our progress toward this strategic outcome:

• We compare the percentage of all known aquatic species that are ranked as secure with a target percentage value.^[4]
• We compare the value for a consolidated index of Aquatic Ecosystem Health with a target value for the index.

Our target for the first measure is to have a higher percentage of secure aquatic species than in 2010. The second target is to exceed, in 2013, the 2012 index of Aquatic Ecosystem Health.

DFO delivers the following eight program activities designed to ensure that our aquatic ecosystems are sustainable:

• 2.1 Compliance and Enforcement
• 2.2 Salmonid Enhancement Program
• 2.3 Habitat Management
• 2.4 Aboriginal Inland Habitat Program
• 2.5 Species at Risk Management
• 2.6 Environmental Response Services
• 2.7 Integrated Oceans Management
• 2.8 Aquatic Invasive Species

Financial and Human Resources for 2011-14

	2011–12	2012–13	2013–14
Financial Resources ($ millions)	294.6	272.7	272.7
Human Resources (FTEs)	2,207	2,182	2,184

Performance Measurement

Expected Result	Performance Indicator	Target
Sustainable Aquatic Ecosystems	Percentage of all known aquatic species that are rated secure	≥2010 base year by March 31, 2015
	Consolidated Index of Aquatic Ecosystem Health assessing population status, trophic structure, and species richness	≥2012 base year by March 31, 2013

Program Activity: 2.1 Compliance and Enforcement

This program activity promotes, regulates, and enforces compliance with legislation, regulations, and measures designed to conserve and sustain Canada's aquatic resources and to protect species at risk.

Compliance and Enforcement has four sub-activities, and all contribute directly to protecting and conserving Canada's aquatic ecosystems.

A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.

Financial and Human Resources for 2011-14

	2011–12	2012–13	2013–14
Financial Resources ($ millions)	109.9	106.9	106.9
Human Resources (FTEs)	769	769	772

Performance Measurement

Expected Result	Performance Indicator	Target
Canadian and International individuals and organizations act in accordance with the legislation, regulations and other managing frameworks that govern Canadian waterways, fisheries, oceans, and habitat	Percentage rate of compliance by various sectors of the regulated community (e.g. commercial fisheries, recreational fisheries, development projects impacting fish habitat, etc)	= by March 31, 2012
Canadian waterways, fisheries and habitats are effectively protected so that the intrinsic nature of Canada's resources is maintained and contributes to enhanced social, health and economic benefits derived by Canadians	Percentage rate of compliance and enforcement	60% by March 31, 2012

Planning Highlights

• Focus on Modernization — Focus on intelligence gathering and analysis and completion of the Compliance Systems Refresh initiative as part of Compliance Review and Modernization implementation.
• Internal Review — Complete a comprehensive review of the National Compliance and Enforcement Program with a focus on improving efficiency, effectiveness, and national consistency in program delivery.
• Strengthen Internal Partnerships — Implement the revised National Habitat Compliance Protocol, which strengthens the partnership with Habitat Management.
• Strengthen Compliance — Implement the new Catch Certification Audit Office, including the development of an audit process Standard Operating Procedure that meets European Union requirements.
• Aquaculture in British Columbia — Implement the B.C. aquaculture enforcement program.

Sub-activities

Compliance and Enforcement is delivered through four sub-activities as indicated in the Program Activity Architecture. Performance information for these sub-activities is available on the DFO website (http://www.dfo-mpo.gc.ca/rpp/2011-12/index-eng.htm).

Program Activity: 2.2 Salmonid Enhancement Program

This program activity focuses on the production of Pacific salmon in British Columbia and the Yukon from hatcheries and spawning channels, as well as habitat restoration and enhancement. The Salmonid Enhancement Program (SEP) also encourages the participation of First Nations, local communities, and others in co-operative fisheries and watershed stewardship in British Columbia and the Yukon.

By helping to protect and sustain Pacific salmon, this program activity contributes to the broader goal of protecting and sustaining Canada's aquatic ecosystems and also provides economic benefits (fish production for harvest and support to vulnerable species) to the maritime sector.

A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.

Financial and Human Resources for 2011-14

	2011–12	2012–13	2013–14
Financial Resources ($ millions)	30.1	30.1	30.1
Human Resources (FTEs)	212	212	212

Performance Measurement

Expected Result	Performance Indicator	Target
The public has access to harvest opportunities	% enhanced contribution to catch	Maintain average contribution range of 10 - 15% (subject to IFMPs and funding) by March 31, 2012
The public supports the protection, stewardship and rebuilding of salmon and their habitat	Number of parties engaged in cooperative fisheries and watershed stewardship activities	± 10% of current 3-year average by March 31, 2012

Planning Highlights

• SEP Infrastructure Strategy — Use the SEP Infrastructure Strategy to guide major capital planning, prioritization, and decision-making about infrastructure.
• Organization Review — Implement the SEP area-based organizational review and develop a plan for reorganizing SEP areas.
• Production Planning Strategy — Develop and implement a strategy that defines the process, governance and decision-making for production planning for SEP enhancement facilities and for inclusion in the Pacific Salmon Integrated Management Plans. This strategy will be used to implement a standard, documented production planning process.
• Biological Assessment Framework — Develop and implement a framework that will guide both the assessment of biological programs and projects and decision-making about assessment requirements and priorities. This framework will be used to develop annual project assessment plans that support program performance measurement and regional science stock assessment requirements.

Sub-activities

Salmonid Enhancement Program is delivered through four sub-activities as indicated in the Program Activity Architecture. Performance information for these sub-activities is available on the DFO website (http://www.dfo-mpo.gc.ca/rpp/2011-12/index-eng.htm).

Program Activity: 2.3 Habitat Management

Through this program activity, the federal government is a major regulator responsible for helping to manage the impacts of non-fishing activities on fish and fish habitat. In this capacity, Habitat Management develops regulations and policies, undertakes science, provides formal advice and direction, and manages compliance.

Since Habitat Management affects most development projects in or around fish-bearing waters in Canada, it plays a key role in conserving and protecting the fish and fish habitat that sustains the fisheries resources that Canadians value.

A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.

Financial and Human Resources for 2011-14

	2011–12	2012–13	2013–14
Financial Resources ($ millions)	58.5	52.7	52.7
Human Resources (FTEs)	619	611	610

Performance Measurement

Expected Result	Performance Indicator	Target
Fish habitat is protected and conserved	Percentage of monitored cases where harmful alteration, disruption, and destruction are avoided	80% by March 31, 2012
Non-fishing activities undertaken in or near Canadian fisheries waters avoid negative impacts on fish and fish habitat	Percentage of completed monitored cases where the project proponent conformed with formal advice or regulatory direction (e.g. Authorizations, Letters of Advice, Operational Statements or equivalent tools)	75% by March 31, 2012
	Percentage of proposed works (referrals) that would have resulted in a negative impact/loss of fish habitat (high risk), where, following Habitat Management Program advice, changes were made to the proposed works and resulted in mitigated impacts and no loss of fish habitat	45% by March 31, 2015
Formal advice instruments and regulatory direction	Percentage of referrals, of the total received, that are "low" risk	25% by March 31, 2015

Planning Highlights

• Policy Renewal — Renew the Policy for the Management of Fish Habitat (1986) with a view to streamline and simplify the policy, and develop policy tools to ensure efficient and effective regulatory reviews.
• Continuous Improvement — Develop an evergreen Quality Management Plan that will enable the monitoring of operations with the objective of improving program delivery and ensuring consistent and coherent program delivery nationally.
• Focus on Human Resources — Renew the Habitat Training Program to reflect the changing learning needs of program staff to better support operational requirements and succession planning.
• Streamline Program Delivery — Consult with partners, stakeholders, and Aboriginal groups to seek feedback on ways to streamline program delivery.

Program Activity: 2.4 Aboriginal Inland Habitat Program

This program activity operates in the inland provinces: Alberta, Saskatchewan, Manitoba, Ontario, and Quebec. A contribution program, the Aboriginal Inland Habitat Program (AIHP) helps build the capacity of Aboriginal organizations in the inland provinces to participate more effectively in the collaborative management of fish habitat.

By increasing Aboriginal groups' involvement in the management of fish habitat, AIHP seeks to improve the decisions that are made about fish habitat — and therefore the sustainability of that habitat and the resources that depend on it.

A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.

	2011–12	2012–13	2013–14
Financial Resources ($ millions)	8.7	8.7	8.7
Human Resources (FTEs)	1	1	1

Performance Measurement

Expected Result	Performance Indicator	Target
Aboriginal inland communities have the capacity to participate in collaborative management of fish habitat	Percentage of eligible Aboriginal communities represented by AIHP-funded Aboriginal organizations in each province	50% by March 31, 2012
Funding agreements signed	Percentage of funds disbursed in a manner that adheres to the Program terms and conditions	100% by March 31, 2012

Planning Highlights

• Enhance Aboriginal Community Participation — Help Aboriginal communities collaborate and participate in activities aimed at the sustainable management and conservation of fish habitat.
• Focus on Sustainability — Enhance measures and controls to ensure proper management and accountability in delivering the Aboriginal Inland Habitat Program.

Program Activity: 2.5 Species at Risk Management

The Species at Risk Management program activity is responsible for carrying out DFO's mandate, under the Species at Risk Act, to protect and recover all listed aquatic species at risk in Canada. This involves, for instance, monitoring, assessing and listing species; identifying species' critical habitat; developing action plans; and implementing actions to protect and recover species.

By preventing extinction and ensuring recovery of aquatic species at risk, Species at Risk Management helps improve the ecological integrity of aquatic ecosystems so that they remain healthy and productive for future generations of Canadians.

A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.

Financial and Human Resources for 2011-14

	2011–12	2012–13	2013–14
Financial Resources ($ millions)	27.0	17.2	17.2
Human Resources (FTEs)	124	116	116

Performance Measurement

Expected Result	Performance Indicator	Target
Aquatic species at risk are prevented from being extirpated or becoming extinct and are supported in their recovery	Percent of listed aquatic species at risk whose risk status has either improved or remained the same relative to the listed aquatic species that are reviewed by the Committee on the Status of Endangered Wildlife in Canada	100% by March 31, 2018
Aquatic species at risk legally protected	Percent of listed aquatic species at risk covered by compliance promotion strategies and plans	100% by March 31, 2012
SARA recovery documents developed and posted on the SARA registry	Percentage of recovery strategies and management plans for listed aquatic species at risk developed and implemented within legislated timelines (2011-12)	100% by March 31, 2012

Planning Highlights

• Keep Canadians Informed — Develop and implement guidelines and policies to ensure that Canadians are aware of their legal obligations to protect aquatic species at risk and their critical habitat.
• Streamline Processes — Improve the efficiency and effectiveness of processes to support SARA decision-making.
• Focus on Information Technology — Develop an improved Information Management System to more effectively collect data and manage resources in a manner that supports performance measurement and continuous improvement in program delivery.
• Develop a Prioritization Framework — Improve the delivery of science information and advice in support of decision-making by developing a prioritization framework for implementing science activities in support of species recovery efforts.

Contribution to the Federal Sustainable Development Strategy

FSDS Goal	Performance Indicator	Target
Goal 5: Wildlife Conservation Maintain or restore populations of wildlife to healthy levels	Percentage of listed species for which recovery has been deemed feasible where the population trend (where available) at the time of reassessment is consistent with the recovery strategy	Terrestrial and Aquatic Wildlife Conservation: Population trend (when available) at the time of reassessment is consistent with the recovery sstrategy for 100% of listed species at risk (for which recovery has been deemed feasible) by 2020 (Environment Canada has the lead)

For more information, see DFO's Sustainable Development Strategy and the Federal Sustainable Development Strategy.

Program Activity: 2.6 Environment Response Services

The objective of this program activity, delivered by the Canadian Coast Guard, is to minimize the environmental, economic, and public-safety impacts of marine pollution incidents. This involves, for example, establishing an appropriate and nationally consistent level of preparedness and response for the Canadian Coast Guard, as well as monitoring and investigating all reports of marine pollution in Canada.

By working to minimize the impacts of marine pollution incidents, Environmental Response Services plays a key role in keeping Canada's aquatic ecosystems healthy. These ecosystems can then support prosperous industries and fisheries.

A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website (http://www.tbs-sct.gc.ca/est-pre/20102011/me-bpd/toc-tdm-eng.asp).

Financial and Human Resources for 2011-14

	2011–12	2012–13	2013–14
Financial Resources ($ millions)	10.6	10.6	10.6
Human Resources (FTEs)	80	80	80

Performance Measurement

Expected Result	Performance Indicator	Target
Environmental, economic and public safety impacts of marine pollution events are mitigated	Percentage of reported cases in which the response was appropriate relative to the pollutant, threat and impact	100% by March 31, 2012
Respond to reported cases of ship-source marine pollution	Percentage of marine pollution responses with trained personnel, strategically placed equipment, and a mobilization plan	80% by March 31, 2012
Appropriate response to ship-source marine pollution threats	Percentage of response action that meets incident response plan objectives	100% by March 31, 2012

Planning Highlights

• Strengthening the Environmental Response Strategy — Develop and start implementing an integrated management action plan to address recommendations from audits by the Department and the Commissioner of the Environment and Sustainable Development. Establish both a national equipment strategy and a national approach to environmental response training.
• Capital Projects — Continue to revise our long-term reinvestment plan based on the directions in the National Response Strategy

Program Activity: 2.7 Integrated Oceans Management

Integrated management is an ecosystem-based approach to support the sustainable development of Large Ocean Management Areas (LOMAs) in Canada's oceans. The Integrated Oceans Management program provides federal, provincial/territorial government authorities, Aboriginals, industry, and other ocean users with the tools and information to incorporate social, economic, and environmental considerations into decision-making.

The Department's scientific expertise supports the development of tools and provides guidance to inform management decisions, policies, positions on international ocean governance issues, relevant knowledge, and legal commitments.

A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.

Financial and Human Resources for 2011-14

	2011–12	2012–13	2013–14
Financial Resources ($ millions)	38.8	35.4	35.4
Human Resources (FTEs)	338	328	328

Performance Measurement

Expected Result	Performance Indicator	Target
Ocean-related decisions consider Integrated Ocean Management Plan objectives	Percentage of permit processes that consider Integrated Oceans Management Plan objectives	100% by March 31, 2017
Canadians are aware of, and understand, the impact their activities have on marine ecosystems	Percentage of survey respondents that indicate a high level of knowledge of the impacts of activities on marine ecosystems	70% by March 31, 2017

Planning Highlights

• Health of the Oceans — Complete work on the Government's commitments under Health of the Oceans, including the designation of six new Marine Protected Areas (MPAs) and the development of the North American Marine Protected Area Network.
• Integrated Management — Develop Integrated Management tools to aid in the development and dissemination of information to support decision-making processes within specific ocean spaces.
• Performance Results — Using the established Performance Measurement Strategy, complete the Oceans Program evaluation and further develop established performance indicators. These indicators will be used to report and track performance of Integrated Oceans Management through established departmental performance reporting mechanisms.
• Oceans Program Renewal Initiative — Initiate a comprehensive review of current and future oceans programming with a view to improved delivery of objectives under Canada's Oceans Strategy.

Contribution to the Federal Sustainable Development Strategy

FSDS Goal	Performance Indicator	Target
Goal 6: Ecosystem/Habitat Conservation and Protection Maintain productive and resilient ecosystems with the capacity to recover and adapt; and protect areas in ways that leave them unimpaired for present and future generations	Percentage of marine area under a conservation regime Percentage of conservation objectives for marine protected areas, marine protected areas networks, and integrated management plans achieved	Marine Ecosystems: Improve the conservation of ocean areas and marine ecosystems by 2012 (DFO has the lead)

For more information, see DFO's Sustainable Development Strategy and the Federal Sustainable Development Strategy.

Sub-activities

Integrated Oceans Management is delivered through two sub-activities as indicated in the Program Activity Architecture. Performance information for these sub-activities is available on the DFO website (http://www.dfo-mpo.gc.ca/rpp/2011-12/index-eng.htm).

Program Activity: 2.8 Aquatic Invasive Species

Aquatic invasive species are a major threat to aquatic biodiversity, ecosystem health, and the fisheries and aquaculture industries that healthy and productive ecosystems sustain. The primary focus of this program activity is to prevent the introduction of new invasions through the identification of high-risk species, pathways of invasion, and risk management. Secondary objectives include the early detection of, and rapid response to, new invaders, and management of established and spreading invaders.

By reducing the risks to Canada's aquatic ecosystems, the Aquatic Invasive Species program plays a key role in conserving and protecting those ecosystems for current and future generations of Canadians.

A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.

Financial and Human Resources for 2011-14

	2011–12	2012–13	2013–14
Financial Resources ($ millions)	11.0	11.0	11.0
Human Resources (FTEs)	65	65	65

Performance Measurement

Expected Result	Performance Indicator	Target
Introduction of aquatic invasive species is minimized and the impact of existing ones is remediated	Percentage completion of activities that support the implementation of Canada's Action Plan to Address the Threat of Aquatic Invasive Species	100% of planned activities funded under Canada's Action Plan to Address the Threat of Aquatic Invasive Species are completed within specified timelines
Research on pathways of invasion, methodologies to detect new invasions, risk assessments, and control measures	Scientific production by Fisheries and Oceans Canada as measured by percentage of DFO publications compared to Canadian totals in the field of aquatic invasive species	Maintain or improve 5-year average (2006-11) by March 31, 2012

Planning Highlights

• Regulatory Policy and Regulations — Develop a regulatory policy and a regulation for the control and management of aquatic invasive species under the Fisheries Act.
• Socio-Economic Risk Assessments — Develop a framework for integrating socio-economic factors into the risk-assessment process, and start implementing the integrated risk-assessment process.
• Binational Risk Assessment for Asian Carp — Assess the threat that Asian carp pose to aquatic ecosystems in the Great Lakes.
• Great Lakes Water Quality Agreement — Participate in renegotiating the Agreement with the United States and any subsequent planning on its implementation.

Contribution to the Federal Sustainable Development Strategy

FSDS Goal	Performance Indicator	Target
Goal 6: Ecosystem/Habitat Conservation and Protection Maintain productive and resilient ecosystems with the capacity to recover and adapt; and protect areas in ways that leave them unimpaired for present and future generations	Incidence of invasive species introduction (or number of invasive pathways controlled)	Managing Threats to Ecosystems: Threats of new alien invasive species entering Canada are understood and reduced by 2015 (Environment Canada has the lead)

For more information, see DFO's Sustainable Development Strategy and the Federal Sustainable Development Strategy.

Strategic Outcome #3 - Safe and Secure Waters

This strategic outcome is about maintaining and improving maritime safety and security in Canada. To achieve this long-term benefit for Canadians, we provide the maritime infrastructure, information, products, and services necessary to ensure safe navigation and to protect life and property.

We measure our progress toward this strategic outcome in two ways:

• We compare the percentage of the Canadian public rating the marine transportation system in Canada as safe or very safe to a target value.
• We compare the percentage of total shipping movements in Canadian waters that result in shipping incidents to a target value.

For the current reporting period, our targets are 90% for safe or very safe ratings and less than 0.2% for shipping incidents^[5] as a percentage of shipping movements.

DFO delivers the following eight program activities designed to ensure that Canada's waters are safe and secure:

• 3.1 Search and Rescue Services
• 3.2 Marine Communications and Traffic Services
• 3.3 Maritime Security
• 3.4 Fleet Operational Readiness
• 3.5 Shore-based Asset Readiness
• 3.6 Canadian Coast Guard College
• 3.7 Hydrographic Products and Services
• 3.8 Ocean Forecasting

Financial and Human Resources for 2011-14

	2011–12	2012–13	2013–14
Financial Resources ($ millions)	688.8	675.6	603.8
Human Resources (FTEs)	4,896	4,896	4,896

Performance Measurement

Expected Result	Performance Indicator	Target
Safe and Secure Waters	Percentage of Canadian public reporting that the marine transportation system in Canada is safe or very safe	90%
	Percentage of Canadian and Foreign shipping incidents (e.g., collision, grounding, striking, and ice damage) relative to total Canadian and foreign shipping movements in Canadian waters	<0.2%

Program Activity: 3.1 Search and Rescue Services

This program activity, delivered by the Canadian Coast Guard, leads, delivers, and maintains preparedness for the maritime component of the federal search and rescue system. Search and Rescue Services carries out these tasks with the support of numerous stakeholders and partners, including the Canadian Coast Guard Auxiliary and Department of National Defence.

By increasing the chances of rescue for people caught in dangerous on-water situations, Search and Rescue Services benefits Canadians by contributing directly to the safety of Canadian waters.

A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.

Financial and Human Resources for 2011-14

	2011–12	2012–13	2013–14
Financial Resources ($ millions)	34.6	34.6	34.6
Human Resources (FTEs)	124	124	124

Performance Measurement

Expected Result	Performance Indicator	Target
People at risk of loss of life or injury have access to assistance in the maritime environment	Percentage of lives saved relative to total reported lives at risk in the maritime environment	≥90% by March 31, 2012
Canadian Coast Guard Auxiliary (CCGA) response is cost effective for the Canadian Coast Guard	Percentage of maritime SAR taskings accepted by CCGA relative to the total number of CCGA taskings	75% by March 31, 2012

Planning Highlights

• Canadian Coast Guard Auxiliary — Start the renewal process to update the formal Contribution Agreements with the six Canadian Coast Guard Auxiliary corporations.
• Northern Search and Rescue Service — Explore and develop options for Search and Rescue service delivery in the North.

Sub-activities

Search and Rescue Services is delivered through two sub-activities as indicated in the Program Activity Architecture. Performance information for these sub-activities is available on the DFO website (http://www.dfo-mpo.gc.ca/rpp/2011-12/index-eng.htm).

Program Activity: 3.2 Marine Communications and Traffic Services

This program activity, delivered by Canadian Coast Guard, provides a number of communication services that contribute to the safety of life at sea, to the protection of the marine environment, and to safe and efficient navigation of shipping. The services include, among others, providing marine distress and general radio communications, screening vessels entering Canadian waters, regulating of vessel traffic and broadcasting maritime safety information.

The services delivered by this program activity are key factors in keeping Canadian waters both safe and secure.

A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.

Financial and Human Resources for 2011-14

	2011–12	2012–13	2013–14
Financial Resources ($ millions)	45.1	47.1	45.9
Human Resources (FTEs)	447	447	447

Performance Measurement

Expected Result	Performance Indicator	Target
Vessels can transit Canadian waters safely	Percentage of total number of collisions, strikings, and groundings out of the total vessel movements within vessel traffic system (VTS) zones	<1% by March 31, 2012
Response to distress and safety communications	Percentage of calls responded to as per (CCG)'s published Levels of Service (LOS)	100% by March 31, 2012
Vessel traffic and waterway information in vessel traffic services (VTS) zones	Percentage of vessel traffic and waterway information is provided to regulated vessels (in vessel traffic services zones) as per (CCG)'s published LOS	100% by March 31, 2012
Requests for vessels to entRequests for vessels to enter Canadian waters are responded to	Percentage of offshore clearances granted or denied out of the total number of vessels requesting entrance to Canadian waters from sea	100% by March 31, 2012

Planning Highlights

• Succession Planning — Continue to recruit new Marine Communications and Traffic Services Officers.
• Workload Review — Develop an action plan to address recommendations from the workload review.
• NAVAREAs^[6] — Launch the NAVAREA satellite transmission service.
• Capital Projects — Continue investment projects to upgrade communication equipment at Marine Communications and Traffic Services Centres and remote sites.

Program Activity: 3.3 Maritime Security

This program activity supports federal departments and agencies with responsibilities for maritime and national security. The Canadian Coast Guard provides value-added support to federal security and intelligence agencies and partners through the provision of maritime information, vessel tracking information, maritime expertise, and platforms to support federal departments and agencies as required.

CCG's role in Maritime Security, with respect to both its work with other federal departments and agencies and its role in the Marine Security Operations Centres, contributes to making Canadian waters more secure.

A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.

Financial and Human Resources for 2011-14

	2011–12	2012–13	2013–14
Financial Resources ($ millions)	10.1	7.5	7.5
Human Resources (FTEs)	23	23	23

Performance Measurement

Expected Result	Performance Indicator	Target
Federal enforcement and intelligence communities have adequate support and information to enhance their awareness of vessel movements and respond to on-water incidents	Percentage availability of the DFO consolidated maritime picture versus advertised level of availability for clients	99.7% by March 31, 2012
Vessel traffic information	Percentage availability of the Long Range Identification and Tracking (LRIT) system and the Automatic Identification System (AIS)	99.7% by March 31, 2012

Planning Highlights

• Great Lakes Marine Security Operations Centre — Continue development of the interagency Great Lakes Marine Security Operations Centre (MSOC). This MSOC focuses on data fusion, intelligence analysis, and an early-warning system for the Great Lakes and St. Lawrence Seaway area.
• Coastal Marine Security Operations Centres — Continue development of the two coastal interagency MSOCs, in Halifax and Victoria. Both MSOCs focus on data fusion, intelligence analysis, and an early warning system for Canada's three coasts.
• Capital Projects — Continue the long-term capital investments in critical vessel tracking and information systems as well as analytical tools to support whole-of-government maritime domain awareness.

Program Activity: 3.4 Fleet Operational Readiness

Fleet Operational Readiness provides safe, reliable, available and operationally capable fleet assets (vessels, helicopters, etc.) staffed with competent and professional crews ready to respond to the on-water and maritime-related requirements of the Government of Canada. This involves fleet management and operations, fleet maintenance and the procurement of fleet assets.

In supporting CCG programs and DFO programs in support of DFO's strategic outcomes, as well as other government departments in support of Government-wide objectives and priorities, this program activity makes significant contributions to the safety of Canadian waters.

A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.

Financial and Human Resources for 2011-14

	2011–12	2012–13	2013–14
Financial Resources ($ millions)	425.0	411.9	352.3
Human Resources (FTEs)	2,817	2,817	2,817

Performance Measurement

Expected Result	Performance Indicator	Target
A fleet of modern vessels which meet the operational needs and requirements of the Government of Canada	The percentage of operational life remaining of the fleet of large vessels and the percentage of operational life remaining of the fleet of small vessels (excludes helicopters and small craft)	Between 40% and 60% for large and small vessels by March 31, 2021

Planning Highlights

• Fleet Management — Continue to improve fleet management through internal efficiencies and information management system improvements to ensure continued, timely access to critical decision-making information.
• Training and Development — Implement the Ships' Crew Certification program and continue to develop the Operational Women's Network.
• Ongoing Investments — Continue development of the Fleet Renewal Plan, continue to invest in the current fleet (through vessel refits), and procure new assets (vesels, helicopters, small craft) in line with government direction to help ensure continued fleet operational readiness.

Sub-activities

Fleet Operational Readiness is delivered through three sub-activities as indicated in the Program Activity Architecture. Performance information for these sub-activities is available on the DFO website (http://www.dfo-mpo.gc.ca/rpp/2011-12/index-eng.htm).

Program Activity: 3.5 Shore-based Asset Readiness

This program activity ensures that CCG's non-fleet assets (aids to navigation, radio towers, etc.) are available, reliable, and capable of supporting the delivery of CCG programs. This is achieved through the provision of life-cycle investment planning, engineering, maintenance, and asset disposal services. The results of the Program contribute to achieving safe and secure waters for current and future generations.

A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.

Financial and Human Resources for 2011-14

	2011–12	2012–13	2013–14
Financial Resources ($ millions)	124.2	125.2	114.2
Human Resources (FTEs)	853	853	853

Performance Measurement

Expected Result	Performance Indicator	Target
Shore-based assets are available to deliver CCG programs	Percentage of Service Level Agreements commitments met: Marine Communications and Traffic Services assets	90% by March 31, 2012
	Percentage of Service Level Agreements commitments met: Aids to Navigation assets	90% by March 31, 2012
Maintained shore-based assets	Percentage of change in condition rating compared to 2010-11 baseline rating	3% increase over a 3-year period by March 31, 2014

Planning Highlights

• Shore-based Infrastructure Renewal — Contribute to the development of the Long-term Plan for Shore-based Infrastructure. This is a 15-year plan for the capital investments needed to ensure the reliability and availability of CCG's shore-based assets.
• Northern Vision — Support CCG programs leading the development of the Agency's Northern Vision to strengthen CCG's ability to deliver services in the Arctic by providing ongoing technical and investment advice on Marine Communications and Traffic Services (MCTS) and Aids to Navigation assets located in the North.

Program Activity: 3.6 Canadian Coast Guard College

The Canadian Coast Guard College trains the marine professionals needed to deliver programs in support of Coast Guard's mission and mandate in three key areas: marine safety, marine security, and environmental protection.

By training the Coast Guard professionals of tomorrow to work in marine safety and marine security, the Canadian Coast Guard College contributes to the long-term safety and security of Canadian waters.

A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.

Financial and Human Resources for 2011-14

	2011–12	2012–13	2013–14
Financial Resources ($ millions)	11.2	11.2	11.2
Human Resources (FTEs)	252	252	252

Performance Measurement

Expected Result	Performance Indicator	Target
CCG has access to trained operational personnel in support of Coast Guard programs	Percentage of Officer Training Program graduates to approved trainee intake	70% by March 31, 2012
	Percentage of Marine Communications and Traffic Services Officer graduates to approved trainee intake	90% by March 31, 2012
Professional Development Courses (Marine Maintenance and Equipment Training, Environmental Response, Search and Rescue)	Percentage of professional development courses delivered vs professional development courses planned to be delivered	100% by March 31, 2012
Training Programs (Marine Communications and Traffic Services Officers and Ships Officers)	Number of graduates of the Officer Training Program	28 by March 31, 2012
	Number of graduates of the Marine Communications and Traffic Services (MCTS) Officer Program	19 by March 31, 2012

Planning Highlights

• Transformation Plan — Continue to implement the Transformation Plan developed in 2009-10 to renew the College's organizational structure so that the College can respond more effectively to the growing demand for Coast Guard training.

Program Activity: 3.7 Hydrographic Products and Services

Hydrographic Products and Services contributes to safety on Canadian waterways by measuring, describing, and charting the physical features of Canada's oceans and navigable inland waters. The resulting data is used to produce up-to-date, accurate navigational products.

Use of these products by the commercial shipping industry, the recreational boating community, and the marine industry in general protects lives, property, and the marine environment.

A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.

Financial and Human Resources for 2011-14

	2011–12	2012–13	2013–14
Financial Resources ($ millions)	28.7	28.2	28.2
Human Resources (FTEs)	287	287	287

Performance Measurement

Expected Result	Performance Indicator	Target
Users of Canada's waterways, and other interested parties, have the products and services they need for safe navigation, and other applications on Canada's waterways	Number of DFO navigational digital and paper products distributed	Maintain current unit distribution levels or achieve a net increase in products distributed by March 31, 2013
Hydrographic information on Canada's oceans and navigable waters	Average length of time to issue Notices to Mariners (NOTMAR) by the Canadian Hydrographic Service upon receiving source information	Release within 4 months by March 31, 2013
	Percentage of planned chart production completed in high and medium risk areas	40% for high risk charts based on 5-year cycle (2010-14); 70% for medium risk charts based on a 10-year cycle (2005-14) by March 31, 2013

Planning Highlights

• Digital Production and Distribution Model — Enhance the coverage and provision of services for digital nautical products through the creation of new products to fill gaps in coverage, improved updating services, and the adoption of new technologies.

Program Activity: 3.8 Ocean Forecasting

This program activity involves monitoring key ocean parameters to better predict ocean conditions and undertaking research to understand how our changing oceans influence ecosystems and climate. The data that Ocean Forecasting gathers and manages is used to develop an array of prediction products, services, and information used in everyday navigation, search and rescue, at-sea operations such as offshore oil and gas, and strategies for adapting to the impacts of climate change.

The information on tides and water levels generated by this program activity plays a core role in keeping Canadians safe on land and at sea.

A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.

Financial and Human Resources for 2011-14

	2011–12	2012–13	2013–14
Financial Resources ($ millions)	9.8	9.8	9.8
Human Resources (FTEs)	93	93	93

Performance Measurement

Expected Result	Performance Indicator	Target
Canadians have access to oceanographic data and ocean predictions to inform them on the physical and biochemical state of Canadian oceans	Yearly additions to physical oceanographic archives are distributed weekly to national and international sites	Maintain our level of service while dealing with a 10% growth in data volumes received, by March 31, 2013
Tidal and water level information for Canada's waterways	Percentage of time that tide and water-level gauges are functioning and transmitting data	95% by March 31, 2013
Oceanographic physical and biochemical data received, processed and disseminated	Percentage of new data added to databases, compared to the volume of data received in the year	80% by March 31, 2013
	Percentage of requests for data fulfilled	Maintain or exceed previous years performance with allowable 2% variance by March 31, 2013

Planning Highlights

• Regional Ocean Models — Further refine regional ocean models, and determine how to use them as mainstream operational tools.
• Use of Remote Sensing Infrastructure — Continue working with the Canadian Space Agency to develop new ways to use remote (satellite) sensing infrastructure to augment the Department's monitoring of Canada's three oceans.
• Arctic Ocean Monitoring Plan — Collaborate with Indian and Northern Affairs, Environment Canada, and Natural Resources Canada about the delivery of an Arctic Ocean monitoring plan.

Internal Services

This program activity supports DFO's program needs and other corporate obligations. Internal Services provides support in three key areas: governance and management support, asset management services, and resource management services.

The support and services that Internal Services provides ensure that Government of Canada programs are delivered as efficiently and effectively as possible.

A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.

Financial and Human Resources for 2011-14

	2011–12	2012–13	2013–14
Financial Resources ($ millions)	310.4	305.5	304.0
Human Resources (FTEs)	1,933	1,928	1,928

Planning Highlights

• Policy on Internal Audit — Complete the implementation of Treasury Board's Policy on Internal Audit.
• Policy on Evaluation — Implement the 2011-12 Evaluation Plan, one of the steps in ensuring that DFO implements Treasury Board's Policy on Evaluation.
• Sound Financial Management — Strengthen DFO's frameworks for controlling procurement and managing materiel, and pursue rigorous budgeting and allocation exercises. These initiatives will contribute to supporting auditable financial statements and implementing new Treasury Board policies in these areas.
• Results-based Management — Implement mature planning and reporting regimes that ensure the availability of information for departmental decision-making and accountability; continue to advance and integrate risk management practices; improve performance measurement and our ability to report on expected results for Canadians.
• National Human Resources Structure — Complete the implementation of the National Human Resources Structure, which has been designed to ensure the best use of limited resources by aligning DFO's human resources priorities with available funding.
• Staffing Time — Continue to implement, establish, and refine DFO's staffing processes so that the time it takes to staff positions in the Department is reduced.
• Employment Equity — Take steps to increase the workforce representation of women, visible minorities, Aboriginals, and persons with disabilities by at least 5% by March 31, 2012.
• Real Property — Develop a real property management system that will adequately support departmental programs.
• Environmental Coordination — Develop an overarching strategy for departmental compliance with environmental regulations, policies, and best practices, building on existing environmental management programs.
• Safety and Security — Update and implement security and safety programs to ensure a safe and secure workplace, emergency management and business continuity.
• Data Management Policy — Develop, secure approval, and implement a departmental policy on data management in support of the mitigation of the departmental risk related to "information for decision-making."
• Policy on Enterprise Architecture — Develop, secure approval and implement a departmental policy on enterprise architecture to assist in the management and selection of investments for departmental software and hardware assets targeting a decrease in duplication and an optimization of the architecture to meet business needs.

Sub-activities

Internal Services is delivered through three sub-activities, as indicated in the Program Activity Architecture. Additional information on these sub-activities is available on the DFO website (http://www.dfo-mpo.gc.ca/rpp/2011-12/index-eng.htm).

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